Agricultural Project Management: Monitoring and Control of by Peter Smith

By Peter Smith

I first got interested within the tools of making plans the series and timing of jobs on large-scale improvement tasks, as a box officer curious about making plans and enforcing mechanised farming schemes in Uganda within the mid-sixties. This curiosity used to be strengthened through adventure of agro-industrial tasks in either Nigeria and Iran, whilst it turned noticeable that the lax conventional equipment of either making plans and controll­ ing the implementation of agricultural and different rural improvement initiatives have been very useless in comparison with these already in use in different disciplines. a longer spell as Resident Adviser on a global financial institution undertaking to reinforce making plans and undertaking administration companies within the agricultural region in Sind Province, Pakistan, motivated this curiosity additional, and gave possibilities to improve using greater tools on a few very advanced schemes. This booklet summarises the adventure won in adapting serious course equipment, good proven in different fields, to 3rd international improvement tasks, with their strange difficulties. it should no longer were attainable to arrive this aspect with out the assistance and stimulation of discussions with a number of colleagues, includ­ ing John Joyce (then of searching Technical Services), Hatsuya Azumi (World Bank), and-particularly-Zaffar Sohrwardy and Akhtar Ali of Aarkays affiliates in Karachi, in the course of our interact. My thank you also are because of Yasin Mohammed, who typed lots of the unique draft; Anwar Mohammed and Irene turbines for ultimate typing; and to my spouse, Jill, for drawing the unique figures.

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If the work is being done by an experienced contractor, his estimate for the time required for each unit could be used; if not, a CP analysis of the building of one silo could be made, and the result taken as the unit time. e. a project is either approved or it is not. (b) Absence of interaction: The activity must only link with other activities at its beginning and end. For example, 'building 36 silos' cannot be treated as a single activity if two of the silos are required to test-run an associated processing plant, in such a way that the activity 'test-run' links in part way through 'build silos'.

Activity-on-Arrow Networks The basic difference from the method we have been using is obvious from the name: the identities and durations of the activities are written on the shafts of the arrows. The lengths of the arrows are arbitrary, and do not represent the durations of the activities. 4 shows a small piece of network (the same one as used in Fig. 2) in both activity-on-node and activity-on-arrow formats. In this scheme, the nodes are called events: these are end pointsbeginnings or completions-of activities.

It would be impossible to handle the calculations unless the completion of the first two units was separated from the remainder. (c) Independence of sub-activities: The activity must only be capable of being done in one way (apart from trivial variations in the order in which sub-activities are done). In the case of the silos, for example, if it is possible to work on one or more silos simultaneously, then building the group cannot normally be treated as a single activity. This is because the time to be assigned to the job will depend on how many units are being worked on at once, and this is a question that has to be determined at the resource scheduling stage.

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